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This is a Japanese version. This case traces the development of the balanced scorecard for a fast- growing biotech company in transition. Reports how the new Chief Executive Officer embraces the scorecard concept early to explain and measure the progress of his strategic objectives to the various stakeholders. Subsequently traces the roll-out and development of the scorecards as they cascade throughout the organisation. Finally, the north American Chief Financial Officer confronts the problem of relating scorecard targets to the individual performance goals of his finance team.